Analysis of the immediate environment includes. Analysis of the immediate environment. In competition
The study of the immediate environment of the organization is aimed at analyzing the state of those components external environment with which the organization interacts. At the same time, it is important to emphasize that the organization can have a significant impact on the nature and content of this interaction and thus actively participate in the formation of additional opportunities and in the prevention of threats to its further existence.
Buyers
Analyzing buyers as components of the organization's immediate environment is primarily concerned with profiling who buys the product sold by the organization. Studying buyers allows an organization to better understand which product will be most accepted by customers, how much sales the organization can expect, how much buyers are committed to the product of this particular organization, how much it can expand the circle of potential buyers, what the product expects in the future, and much more. .
A buyer profile can be compiled according to the following characteristics:
Geographic location;
Demographic characteristics (age, education, field of activity, etc.);
Socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
The attitude of the buyer to the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).
By studying the buyer, the firm also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, the buyer has a limited opportunity to choose the seller of the goods he needs, then his bargaining power is significantly lower. On the other hand, the seller should seek to replace the given buyer with another who would have less freedom in choosing the seller. The trading power of the buyer also depends, for example, on how important the quality of the purchased product is to him.
There are a number of factors that determine the trading power of the buyer, which must be uncovered and studied in the analysis process. These factors include:
The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
The volume of purchases made by the buyer;
Buyer awareness level;
Availability of substitute products;
The cost to the buyer of switching to another seller;
The sensitivity of the buyer to price, depending on the total cost of his purchases, on his orientation towards a certain brand, on the presence of certain requirements for the quality of the goods, on the amount of his income.
When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since not all three functions are necessarily performed by the same person.
Suppliers
The analysis of suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend.
Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build such relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors.
It is generally considered the initial process of strategic management, as it provides the basis for defining the mission and goals of the firm and for developing behavioral strategies that enable the firm to fulfill the mission and achieve its goals. The analysis of the environment involves the study of its three parts: 1) the macro environment 2) the immediate environment 3) the internal environment.
The study of the organization's immediate environment is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that the organization can have a significant impact on the nature and content of this interaction, thereby it can actively participate in the formation of additional opportunities and in preventing the emergence of threats to its further existence.
Along with the methods of studying the threats, opportunities, strengths and weaknesses of the organization, the method of compiling its profile can be used to analyze the environment. This method is convenient to use for compiling a profile separately of the macro-environment, the immediate environment and the internal environment. Using the environmental profiling method, it is possible to assess the relative importance for the organization of individual environmental factors.
The immediate environment (external relations, market actors) customers intermediaries competitors external influences the public suppliers analysis of market position, brand attitudes and prestige of the organization analysis of competition and other influences (desk research and direct observations)
This type of debt is one of the key parameters for assessing the quality of the client's management and its partner environment, that is, the choice of business partners. Obviously, for today's conditions, receivables on lines 221-226 can be attributed to abnormal receivables, the presence of which may characterize the client's management as unskilled, either as one of the ways to optimize tax payments, or support a strategically important business partner of the client. A significant amount of receivables in lines 225 and 235 Advances issued should also be analyzed based on the above assumptions, since in today's practice, the receipt and return of funds under these items, as a rule, is not made even in violation of contractual obligations (issues of arbitration practice are not considered in the context of this presentation). The presence of debt on lines 222 and 232 of Notes receivable should be assessed from the standpoint of the quality of the client's management for managing short-term financial investments, since commodity bills are mostly not financially secured, and the volume of issue of a particular issuer of debt obligations is not regulated and cannot be controlled. Financial bills of banks are much easier to evaluate, since this is the sphere of direct activity of the bank. Evaluation of financial bills of other banks can be made through the lending limits of a particular bank, which are available to each credit institution. Accounts receivable from affiliated companies - lines 223 and 233 - can be taken into account when assessing the client's business potential if there is reliable information about the activities of subsidiaries and affiliates. Other debtors - line code 226 and 236 - require decoding of these articles when assessing the quality of management and business potential of the bank's client enterprise.
The analysis of the problems that have arisen is usually carried out by applying traditional research methods, but also by informal methods. As practice shows, the greatest concern is caused by problems that directly affect the environment of the company.
As a distant (indirect) environment, the external macro environment does not always directly affect the potential of the organization. More often, this influence is transmitted through the external microenvironment (the immediate environment), which directly, directly affects the potential of the organization. Therefore, it would be more accurate to indicate the impact of climate on the potential of the organization as the subject of analysis.
Environmental analysis is the initial process in strategic management, as it creates the basis for
^21. Analysis of the immediate environment of the company (customers and suppliers).
The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that the organization can have a significant impact on the nature and content of this interaction and thus actively participate in the formation of additional opportunities and in the prevention of threats to its further existence.
Buyers
Analyzing buyers as components of the organization's immediate environment is primarily concerned with profiling who buys the product sold by the organization. Studying buyers allows an organization to better understand which product will be most accepted by customers, how much sales the organization can expect, how much buyers are committed to the product of this particular organization, how much it can expand the circle of potential buyers, what the product expects in the future, and much more. .
A buyer profile can be compiled according to the following characteristics:
geographic location;
demographic characteristics (age, education, field of activity, etc.);
socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
the attitude of the buyer to the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).
By studying the buyer, the firm also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, the buyer has a limited opportunity to choose the seller of the goods he needs, then his bargaining power is significantly lower. On the other hand, the seller should seek to replace the given buyer with another who would have less freedom in choosing the seller. The trading power of the buyer also depends, for example, on how important the quality of the purchased product is to him.
There are a number of factors that determine the trading power of the buyer, which must be uncovered and studied in the analysis process. These factors include:
the ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
the volume of purchases made by the buyer;
level of customer awareness;
availability of substitute products;
the cost to the buyer of switching to another seller;
the sensitivity of the buyer to price, depending on the total cost of his purchases, on his orientation towards a certain brand, on the presence of certain requirements for the quality of the goods, on the amount of his income.
When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since not all three functions are necessarily performed by the same person.
Suppliers
The analysis of suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend.
Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build such relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors:
supplier's level of specialization;
the amount of cost for the supplier to switch to other customers;
the degree of specialization of the buyer in the acquisition of certain resources;
the supplier's concentration on working with specific customers;
importance for the supplier of sales volume.
When studying suppliers of materials and components, first of all, you should pay attention to the following characteristics of their activities:
the cost of the goods supplied;
guarantee of the quality of the delivered goods;
time schedule for the delivery of goods;
Punctuality and obligatory fulfillment of the terms of delivery of goods.
^
22. Competitive advantages of the firm. Levels of competitiveness. Five main forces of competition according to M. Porter.
Competitive advantages of the company are provided in the process of competition with the so-called five forces (directions) of competition, that is, with other sellers of similar products, firms - potential competitors, manufacturers of substitutes, suppliers of resources, buyers of its products. They can be seen as the main market forces.
Competitive advantage - the assets and other advantages of the company that give it an advantage over competitors.
AT modern theory It is customary to single out four levels or stages of competitiveness in management. Each of them has its own approaches to the organization of management and marketing.
At the first level of competitiveness of enterprises, managers of enterprises or firms consider the management factor as internally neutral. They believe that since regular management was once established in their companies, management no longer affects competitiveness. These managers see their role only in producing products without any special fuss, not worrying about any "surprises" either for competitors or for consumers. At the same time, managers are so confident either in the quality of their products or in the effectiveness of their marketing and sales services that they are ready to "make happy" consumers only by supplying them with the advertised goods. Any additional effort in production or management, in their opinion, is an excess.
Companies of the second level of competitiveness tend to make their production and management systems "outwardly neutral". This means that such enterprises must fully comply with the standards set by their main competitors in a particular market (industry or region). They are trying to reproduce what the leading firms do: they strive to borrow as much as possible the techniques, technologies, methods of organizing production from the leading enterprises in the industry, to purchase raw materials, semi-finished products and components from the same sources as their main competitors.
Such companies follow the same principles and approaches in managing product quality and in controlling the level of stocks and in-house backlogs, establish the same kind of relationship with workers in their production.
The distinctive features of companies of the third level of competitiveness are manifested in the following:
in these companies, the focus is on the needs and demands of the consumer, the concept of consumer-oriented marketing is professed, and management begins to actively promote the development of production systems;
such companies really become marketing oriented;
production in companies that have reached the third level of competitiveness is, as it were, "supported from within." All other divisions of the organization are oriented towards its development;
In other words, competitive success depends not so much on production as on management, its quality and efficiency in a broad sense Companies of the third level of competitiveness profess the concept of integrated marketing, which is focused on anticipating the needs and demands of consumers. Other management functions and production systems are constantly being improved in according to marketing requirements. This can be the organization of a more economical and rapidly reconfiguring management apparatus, and higher efficiency and flexibility in decision-making, and better motivation of employees. The effectiveness of production systems is determined not so much by internal factors (managerial, and to a greater extent by optimal production planning or integrated quality management, focused on highly individualized and highly mobile needs and demands of consumers), how many external management factors (the quality of the organization and the effectiveness of the management system).
Companies that manage to reach the fourth level of competitiveness are ahead of the competition for many years. Not only do they not seek to copy the experience of other firms in the industry and they want to surpass the most stringent existing standards. They are ready to challenge any competitor worldwide in any aspect of production or management. Any changes in management, organization of production, development strategy are carried out here, taking into account the results of market research. Moreover, all management functions are directly involved in the process of marketing research or systematization of their results. Less and less marketing work is concentrated in specialized divisions. The latter generalize data, integrate and coordinate the efforts of other services.
Such enterprises are called enterprises with world-class production, production of the post-industrial era.
^ Michael Porter highlights five competitive forces, which determine the profitability in the industry:
Five forces of competition according to M. Porter.
Competitive conditions in different markets are never the same, and
the processes of competition on them are similar. This was demonstrated by Professor Michael
Porter from Harvard Business School: - The state of competition in the industry is
the result of five competitive forces.
1. Rivalry between competing sellers in an industry.
2. Market attempts by companies from other industries to win over consumers with
with their substitute products.
3. Potential emergence of new competitors.
4. Market power and means of influence used by suppliers of raw materials.
5. Bargaining power and leverage used by consumers
products.
23. Position of the firm in a competitive environment .
Analysis of the competitive environment and the structure of competitive forces, the study of competitors provide very important and valuable information for developing a competition strategy. However, based only on this information, the firm will not be able to develop strategies. It also needs to be clear about its position in the competitive environment. in detail this question considered by F. Kotler and R. Turner in a textbook on marketing management. There are four fairly well-defined positions in which firms can be in the field of competition:
market leader position;
position challenging the market environment;
follower position;
position of knowing its proper place in the market.
The part of the external environment with which the organization has direct interaction is called the environment of the immediate environment. The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. The organization itself can have a significant impact on the nature and content of this interaction, i.e. it can actively participate in the formation of additional opportunities and in the prevention of threats to its continued existence.
The analysis focuses on: consumers, competitors and suppliers.
If necessary, the organization of trade and the activities of intermediaries are studied.
The object of environmental analysis is the position or place of the enterprise in the market among competitors.
The task of the analysis is to assess the state and development of the situation in the market and determine the competitive position of the company on it.
The analysis is carried out from the general to the particular - first, the general economic conditions of the industry are studied, then they are concretized and, with an increase in the degree of awareness, are detailed. At the same time, all elements of the industry market and the situations that arise on it become the objects of study.
KFU These are industry and organization specific success factors. Different organizations belonging to the same industry, as a rule, distinguish a similar set of KFU. However, for each organization, the set of KFU is individual, which is manifested in the differences between competing organizations. CSF, in fact, represent the strengths of the organization and bring it benefits.
Much of the CSF touches on the strengths of the organization's internal environment, and because the environment is volatile, CSFs change over time.
Most often, five types of CFU are distinguished:
1. Dependent on technology.
2. Related to production.
3. Related to the sale of products.
4. Related to marketing.
5. Related to professional skills.
There may be more types of CFU. The management of the organization should be able to clearly identify them, formulate and imagine which of the selected CFUs it is able to implement better than a competitor.
Technology Dependent CFUs:
The quality of R&D carried out (especially important in pharmaceuticals, medicine, chemistry, physics, space industry and other high-tech industries);
Possibility of innovation in the production process;
Ability to develop new products;
The degree of mastery of existing technologies.
CFU related to production:
Low cost of production (achieving economies of scale, etc.);
Product quality (reducing the number of defects, reducing the need for repairs);
High degree of utilization of production capacities (important in capital-intensive industries);
Favorable location of the enterprise, resulting in savings on transportation costs;
Access to qualified labor force;
High labor productivity (important for labour-intensive industries);
Possibility of manufacturing a large number product models with different properties;
Ability to fulfill unique customer orders.
KFU related to the sale of products:
Wide network of wholesale distributors/dealers;
Wide presence in retail outlets;
Presence of retail outlets owned by the organization;
Low implementation costs;
Fast delivery.
CFU related to marketing:
High qualification of employees of the sales department;
Customer-friendly after-sales service system;
Accurate execution of customer orders (a small number of complaints);
Variety of models/types of products;
The art of sales;
Attractive design/packaging;
Guarantees for buyers (important when ordering by mail, selling new products, etc.).
KFU related to professional skills:
Special talent, level of professionalism;
Know-how in the field of quality control;
The degree of mastery of a certain technology;
Competence in the field of design (especially important in the textile industry);
The ability to quickly transfer new products from the development stage to mass industrial production.
KFU related to organizational capabilities:
Level information systems(especially important for air travel, credit card industry, hospitality, etc.);
Ability to quickly respond to a changing market situation (well-established decision-making process, it takes little time to bring the product to market);
Effective management.
Other KFU:
Favorable image among customers;
Overall low costs;
Favorable location (especially important for retail trade);
Friendly staff;
Access to financial markets(especially important for "young" companies);
Availability of patents.
The allocation of KFU helps to identify the strengths of the organization (internal environment) and, in contrast to KFU, weaknesses.
2. The concept of "acceptable" risk. Comparing it with the concept of "absolute" security.
Risk is a combination of the frequency (or probability) and consequences of a particular hazardous event.
The concept of "acceptable" risk uses the principle of "foresee and warn". This generally accepted concept provides for the possibility of an accident and, accordingly, measures to prevent its occurrence and development.
4 main principles:
Practical activities cannot be justified if the benefit from the activity as a whole does not outweigh the harm it causes.
The optimal option is considered to be a balanced cost of creating security systems by reducing the level of risk and benefits derived from economic activity.
The full range of existing hazards should be taken into account, and all information on risk management decisions made should be available to the general public;
The principle of ecological restrictions - ensuring the safety of a person living today, is achieved by implementing such solutions that would not jeopardize the ability of nature to ensure the safety and needs of a person of the future generation.
This concept uses the concept of "background risk" - this is the probability that a person will die as a result of an accident, a crime.
Comparing it with the concept of "absolute" security. Also called the "zero risk" concept. The concept provided for such an organization of the production facility, in which the possibility of an accident was completely excluded.
Disadvantages of the concept:
Its fundamental impossibility
Extremely high material costs for its implementation
Unpreparedness to act effectively in an emergency.
Ticket 6
1. Strengths and weaknesses of the organization. Methods of environment analysis. Threats and opportunities of the external environment. SWOT analysis. Analysis of matrix fields.
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